As systems that will use the HI Service are starting to be implemented, the full extent of the change management requirement to underpin the implementation and use of the Service is becoming more apparent. The lack of clarity and disparity of views about the Service indicates that there is still considerable change management effort to occur, either for the HI Service alone or integrated into the change management activities of other programs.
As utilisation of the HI Service increases, organisations need to consider the impact of this in terms of:
- Organisational seed and network structures, their establishment and ongoing maintenance.
- Roles, positions or skills (e.g. to accommodate the responsibilities of Responsible Officers, Organisation Maintenance Officers, compliance activities etc.).
- Business processes (e.g. develop local strategies for handling new and existing patient and provider identifiers).
- Change management processes to ensure modifications to business processes are implemented.
- Compliance with relevant national and State legislation and regulations.
- Business systems and the requirement to upgrade.
- Requirement for PKI/NASH certificates.
Change management activities for the HI Service alone are significant. The multi-agency nature of these integrated initiatives makes it difficult to co-ordinate communication, change and adoption activities and without a clearly defined plan and responsibilities there is a high risk of activities being overlooked. Given the scale of change management required, a decentralised approach to change management is inevitable.
Recommendation 23 – Change management
It is recommended that the change management strategy for Healthcare Identifiers be reviewed to consider:
- Communication of changes to the HI Service, including functionality, policy, support etc. to be channelled through a single, agreed point
- Clarification of responsibilities for developing implementation support material
- Development of material to reflect the business models of different provider groups (Acute Services, General Practice, Community Health etc.) to be developed in consultation with stakeholders
- Leveraging existing resources such as the DHS Business Development Officers and existing AHPRA communication processes with providers to increase the pool of available support
- Including a targeted Healthcare Identifiers component in the change and adoption processes for the PCEHR system and other e-Health programs.
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